Valuing Yourself – How much are You Really Worth? [Part 2]

By: Heero Yuy


Part 2 – How to Value Ourselves:

How to Make a Country Rich video in the previous post hinted at some of the “loner” and “loser” activities that made great philosophers and thinkers great because our current society prefers worshipping the “celebrities”, headline grabbing icons, or controversies.

We are more than just the following (just to name a few):

  • Grade Point Average (GPA)
    • Arguably the worse non-weighted metric to evaluate students (easy credits == hard credits)
  • Salary or Networth
    • Competition of who has the BSD (key term in Finance)
    • Person with the largest FU money (another key term in Finance)
  • Title and powers assigned
    • Ranks in military or government
    • C-level, Senior Executives, Senior Management, Mid-Management, etc, etc, Lowest level Employee
  • Educational Status and/or relative Prestige of School
    • Mine’s better than yours in XYZ department/sub-specialty
      • Boring ice-breakers as used by recent graduates long retired by experienced industry veterans
    • Reliving artificial experiences in a predictable game to find a common ground with a fellow inmate student.
  • Number of plastic trophies and medals won at XYZ Competition

For a high functioning “doing” type of job that requires fierce competition, the above values are used parametrically to formulate some equation to accurately assign a value to individuals for a best-fit into their future prospective roles at a multinational conglomerate (not quite what happens but at least we can hope. Actual process is a close guarded secret by HR). Being proficient at the above items makes us very productive for the system that churns out products or services.

However, the above attributes fail to measure the following:

  • Compassion
  • Empathy
  • Emotional Quotient (EQ)
    • High EQ usually overshadows and excels vs a caustic high IQ individual
  • Intrapersonal skills
  • Presentation, Salesmanship, and Acting skills
  • Listening
  • Eloquence and Articulation

These attributes measure qualitative assets as possessed by the individual that would otherwise be missed by the pure quantitative assessments mentioned earlier. We will revisit these ideas later on in this post.

It is much more difficult to get an idea of how the person will do by qualitative assessments. There are lengthy psychological profiling as part of job applications to vet candidates to conduct this assessment by gauging responses to artificial scenarios. This is most likely why most HR departments defer to looking at quantitative data on candidates since it is easier to compare and much less time consuming on the front-end of the job hunt without any consideration to the back-end cost incurred later for hiring a bad candidate.

The continuity of a company is much like a telling of a successful tale; a good story builds through different cycles and can be blissfully only if certain elements align between the inception and present day. Companies are comprised of workers who contribute to this entity to ensure its long term survival. Therefore, for a company to survive and tell a healthy tale the company must have strong main and supporting characters to carry it through all the stages of the plot and themes. These characters possess emotional and intelligence qualities that need to be carefully assessed for their potency and placement in the storyline. Without the emotional piece, the company is just a horde of robots doomed to fail. Emotion is the glue in which humans bond and intelligence used in analysis and telling of the tale. Both parts are equally important.

Assuming equal weighting on EQ and IQ, when was the last time that HR applauded your Emotional Quotient (EQ) during the interview process vs. the times they admired your GPA and hard metrics?

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